Call2013
Download as PPT, PDF0 likes1,011 views
The document discusses law libraries and innovation, with a focus on change management. It provides: 1) An overview of Stephen Abram's background working with legal information and leading change at various organizations. 2) A discussion of how law librarians have traditionally adapted services to new technologies like CD-ROMs, online resources, and the web, showing they are not always reactive to change. 3) Key aspects of successful change management frameworks, including establishing purpose and vision, analyzing needs, designing and executing game plans, and sustaining momentum through measurement.
Call2013
- 1. Law Libraries and Innovation: A Long Tradition Stephen Abram, MLS, FSLA Consultant, Dysart & Jones CALL Annual Conference, Montreal May 7, 2013
- 2. My Background. . . MLS • Accounting, business, tax, law, consulting librarian • Thomson change leadership globally • First major law CDs, Windows, Online law practice, Web • Many Personas (lawyers, librarians, engineers, medicine, users, students, academic researchers, etc.) • Micromedia, ProQuest, IHS, SirsiDynix, Gale, Cengage Learning, Sleeping Bear, etc. • Personas, product leadership
- 3. Change as a tradition • Have law librarians been reactive or proactive? • Adapting to digital – evolution and revolution • Canadian Abridgement, CED, law reports, statutes, alerting services, repositories • Advisory Boards, beta teams, cross-functional • Focus Groups and changing behaviours • Legal reporting and copyright issues management
- 5. You’re a dinosaur if . . . • You can’t adapt to change • You’re not comfortable with social media • You’re not comfortable with mobility including a smartphone • You’re more comfortable with print than digital • You engage in criticism versus critical thinking • You avoid change instead of playing • You cherish your near retirement (professional extinction…)
- 6. LOOSELEAF SERVICES??!! Heretical side comment
- 9. Think About It… Legal information is just about the most digital of any profession with the possible exception of medicine – driven by the text based nature of the work.
- 10. AMBIGUITY
- 11. RISK
- 12. HOWEVER . . . • The changes now are NOT being driven by digitization • Changes to the global economy • Changes to business models • Changes in customer expectations • Changes in legal consequences
- 13. Law Library Land What changes, disruptions and shifts are already in the environment?
- 14. CHANGING LEGAL MARKETS The $75/hour lawyer More mergers Online law firms Global law Outsourcing
- 15. CHANGING LEGAL EDUCATION Changing legal education models Changing articling and law school proposals Para-Law Digital Lawyers
- 16. CHANGING LAW LIBRARY MODELS Outsourcing Embedded Librarianship Team based performance and value alignment Digital Libraries – no print Seriously changing roles and org structures
- 17. CHANGING GOVERNMENT PRIORITIES AND FUNDING What if the federal, provincial and municipal governments change funding models? What if higher levels of consortial cooperation are mandated? What if courts and societies make radical changes? What about shocks to the economy?
- 18. CHANGING USERS Consumer-driven: If all users are ubiquitously connected with broadband, have downloading skills for books and movies, own smartphones, whither libraries? Read widely . . . If the legal system changes radically …? Alternative dispute resolution, insurance caps, national regulator, new property . . . etc.
- 19. STREAMING MEDIA What if all music, audiobooks, and video moved to streaming formats by 2018? What if the DVD and CD go the way of vinyl, VHS, and cassettes? What if education, co-location, and service move with it?
- 20. E-BOOKS What if all books are digital? What if book services move to a subscription model of unlimited use for $7/month? What if large cooperatives provide the basics first?
- 21. ENHANCED E-BOOKS What if all books are ‘beyond text’? Can we support books with embedded video, adaptive technologies, audio, updating, software tools, assessments, web-links, etc. Phones that project, link and connect . . .
- 22. E-LEARNING AND MOOCS Could your library support advanced higher education and offer accredited courses or support practice updates, universities and colleges for distance education? Can you see yourself offering diplomas?
- 23. MOBILITY AND BYOD Could your library support any kind of mobile device? Agnostically? Are you fully ready to deliver, agnostically to desktops, laptops, tablets, phablets, smartphones, televisions, appliances, at a much higher level?
- 24. NEW FORMS OF CONTENT Are you prepared for new forms of content? Real multimedia? 3D objects and databases? Holographics? Enhanced media? Can you be ready for makerspaces, creative spaces, writing labs, business and start-up incubators, etc. Can you publish for your community?
- 25. NEW FORMS OF SPACES What kinds of discussion spaces are needed in the future? For societies, courts, firms, etc. Can CALL or your workplace support learning spaces, community meeting spaces, performance spaces, maker spaces . . .?
- 26. THE CLOUD What if everything was in the cloud? (software, databases, metadata, content . . .) Are you ready to hack? APIs, Arduino, etc.
- 27. DISCOVERY LAYER What if search immersive resource discovery becomes as ubiquitous as search engines? What if libraries partner on discovery services (a la BiblioCommons initiative) for legal recommendations?
- 28. METADATA VAULTS What if all metadata and content discovery is freely available using open APIs through the OCLC WorldShare vault and the Digital Public Library of America / Europeana vault of open and free metadata?
- 29. Is the library ready to support a world of unlimited content, multiple formats, massive access, and consumer expectations of MORE? Yes? No? With Effort, Vision, Leadership? Never?
- 30. Is the library ready to communicate value in a collaborative context? Value, timeliness, savings, effectiveness, quality, risk management? Yes? No? With Effort, Vision, Leadership? Never?
- 31. A Simple Exercise No Contest or Judges Involved!
- 32. An Exercise Stand Up - Now Just Cross Your Arms
- 33. Exercise: Part 2 Now quickly cross your arms the other way
- 34. How did that change feel? Comfortable? Or Uncomfortable?
- 35. Now, rapidly cross and re-cross your arms ten times How did that feel? Did it get easier with practice?
- 37. WHY WHAT HOW The of Change Management The Purpose
- 40. DO YOU HAVE A PURPOSE? Purpose serves to change the state of conditions in a given environment, usually to one with a perceived better set of conditions or parameters from the previous state.
- 41. Put PURPOSE in the center
- 42. WHY WHAT HOW The of Change Management The Methodology
- 44. establish leadership alignment; create the desire and will to change; build project team clarity around objectives, roles, scope and processes. Create PROJECT TEAM
- 46. Evaluate the impact of the change on stakeholders; identify existing change processes and communication channels; clarify the business case for change. ANALYZE Change Needs
- 47. GAME PLAN Design & Execute
- 48. Develop the detailed Change Game Plan; identify resources and assign responsibilities for execution of the plan. Deliver on the Change Game Plan elements. GAME PLAN Design & Execute
- 50. Measure progress and success; share best practices for continuous improvement. MOMENTUM Sustain the
- 51. WHY WHAT HOW The of Change Management The Change Levers
- 52. 1.0 leadership …its about inspiring
- 53. 2.0 involvement …its about engaging
- 54. 3.0 communicating …its about sharing information of change
- 55. 4.0 learning …its about building skills and competence
- 56. 5.0 measurement …its about defining, quantifying and monitoring
- 57. 6.0 reinforcement …its sustainingbehavior change over time
- 58. WHY WHAT HOW The of Change Management The Purpose The Change Levers The Methodology
- 59. Key Features of Successful Transformational Change • It is designed around the organization’s drivers • It wins emotional and intellectual support • It models and reinforces the new way of working • It puts significant investment into communication • It creates experiences that shape future behaviour • It aligns all the dimensions of management behind the change • It releases talent, creativity and ingenuity – often in unexpected ways • Incorporate the drivers into the project plan • Develop clear engagement / involvement strategies • Accomplished before, during and after implementation • Communicate from the very start of the project • Align and engage all levels of management behind the change • Allow for processing resistance and conflict – natural during change • Provide processes that emotionally support people through all parts of the change Key Features Implications
- 60. Ten Points of Potential Failure 1. A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another 2. A big programme of activities without any clear goals for change 3. Confusion between ends and means – the question of ‘training for what’ must be answered 4. Short-term perspective. Three to five years is a realistic time framework for organizational change 5. Lack of coordination between a number of different activities aimed at increasing organizational effectiveness 6. Overdependence on others – either outside consultants or inside specialists 7. Large gap between the commitment to change at the top of the organization and the transfer of this interest to the middle of the organisation 8. Trying to fit a major organizational change into an old organizational structure 9. The constant search for cookbook solutions 10. Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package
- 61. Key Features of Leading Change • Making the journey and destination compellingly attractive • Helping people see a future they want to be part of • Helping people find a purpose and meaning for themselves • Requesting commitment Enrolling Enabling Energizing Exemplifying • Helping people see possibilities for their contribution • Challenging self-limiting beliefs • Setting (together) stretch targets • Building self-esteem, confidence and trust • Putting into action • Building and sustaining people’s energy • Celebrating successes • Giving recognition • Expressing optimism • Demonstrating the behaviours and values that are being required of others
- 62. Key Features of Leading Change • Explain the basic purpose behind the outcome • ‘What was the problem?’ • Who said so and on what evidence? • What would have occurred if no one had acted to solve it? • What could have happened to us if that had occurred Purpose Picture Plan Part • Paint the picture of how the outcome will look and feel • What is the outcome going to look, feel and sound like? • How are people going to get their work done and interact with each other? • How will a day be organised? • Lay out the plan for phasing in the outcome • Outline steps and schedules in which people will receive information, training & support they need to make the transition • People oriented to tell employees how and when their worlds are going to change • Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity • Establish each person’s part in both the plan and the outcome • Show employees the role & their relationship to others. Until they see it they can’t adjust hopes & fears to the new reality • Show employees what part they play in the outcome & the transition process
- 63. The Transition Curve: How Attitudes & Feelings Change Confidence Time “I’m not sure I know what’s going on” “I feel overwhelmed” “I can handle this” “We can’t do this. It won’t work. We’re not allowed” “Actually, things might get better” “This could be a better way of doing it” “This way is more effective” “S/he really made the effort to help us implement this change”
- 64. Choosing the Right Communications Tools & Channels Levelofchange Level of involvement Tell Sell Consult Join Awareness Understanding (and Action) Acceptance/ Alignment Ownership/ Engagement Newsletters, emails, memos, letters, notices Booklets, plenary sessions, presentations, videos, intranets Focus groups, working parties, suggestions schemes, consultative presentations Working sessions, 1-to-1 conversations, workshops, coaching
- 65. Information + Involvement to Build Commitment & Change Increasing Commitment Awareness of desired change Understanding of change direction Translation to the work setting Commitment to personal change Internalization of new behaviour “Yeah, I saw the memo” “I understand where we need to go” “I know how we need to do our jobs differently” “OK, I’m ready to do it the new way” “This is the way we do things here” Stages of Individual Behaviour Change Information with some involvement sufficient here Significant involvement needed
- 66. Ten Strategies for Employee and User Involvement 1. Meet regularly with employees and openly discuss the organisational changes and why they occurred 2. Recognise that employees understand that you may not have the answers to everything, but it’s important for them to feel the communications are open and honest 3. Constantly communicate clear goals and vision of the new situation 4. Encourage people to discuss fears and concerns in teams 5. Open ‘suggestion boxes’ for employees to raise questions in anonymity 6. Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process 7. Whenever possible, assign roles and responsibilities in line with peoples interests 8. Develop rituals and marker events that allow people to connect 9. Involve employees affected by the changes in making decisions about what’s best for them 10. Discuss realistic career options with employees and ensure training is available for any new skills that are needed
- 67. Coaching Others in Building Employee Commitment 1. Identify individuals or groups whose commitment is necessary to the success of the change effort 2. Create and follow a departmental plan to increase commitment of all players 3. Continually encourage and enable employee involvement 4. Continually communicate the goals of the change process 5. Turn covert resistance to overt resistance and then to commitment 6. WALK THE TALK!
- 68. What People Pay Attention To: 1. Leader attention, measurement, rewards and controls 2. Leader reaction to critical incidents 3. Leader role modelling, coaching 4. Criteria for recruitment, promotion, retirement and excommunication 5. Formal and informal socialisation 6. Recurring systems and procedures 7. Organisation design and structure 8. Design of physical space 9. Stories and myths about key people and events 10. Formal statements, charters, creeds, codes of ethics etc Between 80-90% of behaviour is determined by the first three points
- 70. Top 10 sources of workplace stress Too much to do at once Random interruptions Constant changeConstant change Mistrust, unfairness, and office politics Unclear policies and no sense of directions Career and job ambiguity No feedback - good or bad No appreciation Lack of/poor communications Too much or too little to do.
- 71. Tips for coping with change Take responsibility for what you can control Accept that some things are out of your control Keep an open mind and ask questions Ask yourself - what does a good ending look like for me? How is the ending I visualized going to be achieved? Think of good examples of change that has worked well Talking about it helps – talk to colleagues, your manager, relatives, your partner, and friends Go on online check change advice sites Work towards achieving great success out of the change Hard, but remain positive and be proactive Focus on a final good outcome and a new beginning
- 72. Embracing Change
- 73. Change is….
- 74. Global
- 75. Constant
- 76. Inevitable
- 77. Stressful
- 78. Breathe
- 79. Rhythm
- 80. Do you like change? Does it matter?
- 81. What are the risks of not changing?
- 82. We can’t control change… We can control our attitude towards change…
- 85. Deny/Ignore• How good things were here in the past • They don’t really mean it • It can’t happen here • Numbness • Everything-as-usual attitude • Minimizing • Refusing to hear new information
- 86. Deny
- 88. Resist/React • Anger • Loss and hurt • Stubbornness • Blaming others • Complaining • Getting Sick • Doubting your ability
- 89. Resist
- 90. React
- 92. Anticipate/Explore • What’s going to happen to me? • Seeing possibilities • Chaos • Indecisiveness • Unfocused work • Energy • Clarifying goals • Seeing resources • Exploring alternatives • Learning new skills
- 93. Explore
- 95. Commit • Where I am headed? • Focus • Teamwork • Vision • Cooperation • Balance
- 96. Commit
- 97. Change can be difficult
- 98. Personal change precedes organizational change
- 100. Negativity
- 101. Contagious
- 102. I can learn and I can change and I can do it quickly.
- 103. What can you do to deal with change?
- 104. Accept that change is an attitude
- 105. Create a personal vision
- 106. Focus on what you can do… ……not what you can’t do
- 107. Develop a perspective of opportunity
- 108. Create a willingness to learn & develop
- 109. Learn to love ambiguity
- 112. Stephen Abram, MLS, FSLA Principal Lighthouse Partners /Dysart & Jones Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Facebook, Google+, LinkedIn: Stephen Abram FourSquare, Pinterest, Tumblr: Stephen Abram Twitter, Quora, Yelp, etc.: sabram SlideShare: StephenAbram1 Thanks
Editor's Notes
- #72: These are useful hints and tips that will allow us all to cope with change. Use handout 2. We only have full power over our own actions. For changes that are forced on you, try and accept that some things are going to be out of your control. It goes without saying that keeping an open mind is crucial, and don’t be afraid to ask questions. Visualise a good ending, then think of how to achieve the ending as you have visualised it. Think of good examples of change that has worked well for you. You come first, so look after yourself and get necessary support from all available sources. Don’t be afraid to ask for help Talk about it, it helps! There are many websites and information online dedicated to change management. Identify more opportunities that the change will bring. It is a bit hard but remaining positive is definitely helpful. If you are struggling, don’t keep quiet about it, seek help. Finally, focusing on a very good outcome and a new beginning can work like magic.
- #79: Many people approach change as if they were holding their breath. They try to freeze the present, hold things static, and resist change in an attempt to control the world around them. teams, our families, and our communities are alive. They live, breathe, and change every day. They need movement. The purpose of work for each of us is to create movement, to produce some sort of change for the organization. Without movement toward its goals, the organization will suffocate.
- #80: After holding your breath, your body needs to breathe faster and more often to reach a state of equilibrium. Successful adjustment to change is not just movement, it’s movement with predictability. We know what will happen when we exhale. We will take a breath, and then another, and another. There is a predictable rhythm there that we know will sustain us, give us something solid to rely upon, and help us reorient ourselves after the initial shock of change. It’s much harder to adjust to change if there’s nothing familiar in sight at the other end. Challenge your group to think about how they can use the rhythm of their own life activities to make their adjustment to change smoother.
- #81: Think of a change that you recently experienced. Did you like that change? Or you happy with it? Does it matter if you like it or not?
- #91: In 1831, common carp were imported into North America. Less than two centuries later, they make up most of the biomass of fish in the Mississippi River. They uproot aquatic plants important to other fish and waterfowl and stir up sediments, releasing nutrients and other pollutants trapped there. Today, new invaders threaten further ecological disruption. http://www.bellmuseum.org/invasive_carp.html
- #99: Self-awareness is the first step ….being aware of your reactions/emotions is the key….
- #101: 7 Deadliest Words of Change